Leadership Falling Out of Love with Staff

When you first started working with your staff, you were confident in your choices.  It appeared like everyone got along and work was getting done, but in time things changed.  You noticed that one tends to be argumentative, another has a troubled personal life that trickles into the work place periodically, and others make up their own hours and do personal business on company time.

Your love for the staff you brought on board has faded away.  You tried to excuse their behaviors while suppressing your thoughts about them.  You talked with each about their weaknesses and strengths, but your meetings only caused more tension.  You even felt guilty at times for how you felt, the tone of voice when you explained things, and made up for your actions or inactions on matters by gifting your staff.  Yet, despite everything you have done, you wish your staff to be different.

It happens; leaders everywhere experience great frustration with staff.  They do almost everything to motivate their workers to do better at the workplace.  However, when bridges have been burned, negative attitudes appear to be going nowhere, and anger between staff members steadily rises, it is time to do what many leaders hate, put seeds in their heads about going elsewhere before one has to terminate each.

From mentioning other places to work in casual conversation to systematically leaving certain staff out of projects, some leaders know how to gradually end their loveless relationships with employees.  You might have to any one of the following things to better workplace relationships or end them altogether.

1. Express how you feel to each staff member about his or her actions or inactions at the workplace.
2. Let your staff know that you will be making changes in the near future if they should not do any better.
3. Outline what it is you expect from them and follow up.
4. Set a timeline on when you need to get things done.
5. Don’t hesitate to reprimand the most troubled of the group in front of others when he or she is being argumentative.
6. Show appreciation when you observe staff making changes.

Oftentimes there are no easy solutions when a staff has gotten away with so much over a long period of time.  Some may have established connections that might reverse the tables so that it makes you look like you are the bad guy or gal for your criticism.  Re-evaluate how you manage your staff, be sure to have others at the workplace or those in waiting in the background who know the positions of those you plan to terminate.

In time, the love for your employees will return, but not in the same way that it once was.  You will find yourself wiser, more observant, less emotional or connected to them having gone through this experience.

Nicholl McGuire

The Peculiar Critic - Always Right Everyone Else Wrong

What Are You to Your Boss - The Mistress, The Spouse, The Friend, or Just What You Should Be

Have you ever felt that you or someone you know is in to deep with the leadership?  You know that one or two or maybe a few favorite employees that seem to be a bit too friendly with the owner, boss, manager, or supervisor.  There is a reason why family and friends really shouldn't be working in the same atmosphere or even the same company, yet some will do it anyway.  Then there are those who will make new friends and get a little too attached and personal quite quickly.

Some workers will view their relationship with a boss like they do an intimate partner.  The boss becomes like a spouse to them who manages their household via advice and acts like it is "me and you baby against the world" in a workplace setting.  This is of course an inappropriate relationship whether imagined or real with a boss.  Yet, some employees have the "office door closed" kind of relationship where loyalty looks more like a marriage than a boss and employee workplace partnership.  If one should have an issue with the boss, like a spouse, he or she will defend the man or woman whether right or wrong.

Young professionals fall easily into deceptive, controlling, and manipulative arrangements with bosses.  They assume they are favored employees because the boss gives them a gift, preferential treatment, and appears to like them very much, but for some bosses they are simply using and unfortunately abusing the gullible types.  The single, young employees work for free or for little hourly pay and sometimes for very long hours especially if they don't have children.  They conduct business in sub-par or unsafe workplace settings with little or no complaints.  For some attractive employees, they are treated like eye candy rather than intelligent human beings. Those in need of attention will latch on to the charming boss whether he or she is aware or not.

The Mistress relationship with a boss is quite simple.  He or she is not the go-to person, but the one called upon when needed or used to get even with someone.  This person will take what he or she can get for a time until the individual realizes the workplace/relationship is headed toward a dead end. There are no more promotions, pay increases, special favor, gifts, or anything else.  The Mistress is often thrown under the bus when things get hot at the workplace.  For instance, money shows up missing, records are inaccurate, sales are down, and other things, the boss will orchestrate a plan to get the Mistress' hands dirty when in a jam.  This way if something comes up, the boss' wasn't responsible for the task, the Mistress was.  The worker decorates his or herself up beautifully, flirts, charms, and does any number of things to draw attention to his or herself including having sex with the boss.

Many employees make the error of being a friend to the boss and vice versa.  These people are led by their emotions rather than intelligence when it comes to performing tasks given to them.  They equate much of their relationship with their bosses to feelings.  They will even say, "I feel that the boss would want this...and I know him well..." These "friends" to the boss are not like professionals when it comes to getting a job done, rather they are laid back when speaking to a boss--sometimes disrespectfully, emotional at times sharing far too much about their personal lives, and will become easily offended when a boss says something they don't like.  They also expect much since they claim to know their manager very well and will try to convince others to do certain things for him or her whether good, bad or otherwise.  These employees who consider themselves to be friends will go out with the boss, attend social events together, and enjoy receiving perks because they are "good friends" with the leadership.  But in time, the assumed friendship will turn ugly because sometimes friends don't know how to separate business from pleasure.  Everything becomes personal, from the way the boss looks at them to the tone of voice he or she uses during a meeting.  Tension will grow between friends and before long someone is walking out or being terminated.

So what are you really to your boss?  You should be a worker.  One who doesn't mix business with pleasure.  Someone who doesn't wear his or her feelings on your sleeve.  An employee who is focused on meeting company goals and willing to get paid what you are worth based on your workplace performance not the way you look, the history you have with a boss, special treatment, and more.  There is a thin line between love and hate at home and so too it is at work, and if you cross the line doing things that have nothing to do with your role at home and at work, you will get burned.

Nicholl McGuire shares spiritual insight on YouTube channel: nmenterprise7

When Trying to Be Nice No Longer Works On the Job

So you have done everything to appease that customer/client/employee/boss and now it is time to make this person see that you are nobody's fool any longer!  Just a minute, before you put your foot down, you do plan on keeping your job right? 

One.  Communicate how you feel in a serious tone.

Joking, smiling, and making flattering statements is not going to make this person who finds you weak consider you strong.  Fix your face!  Let's get serious.  The fun and games are over!

Two.  Express how his or her actions or inactions are affecting not just you, but the organization.

Show proof when you make accusations.  What exactly is he or she doing or not doing that is making you feel the way that you do?  Don't assume that the employee knows already.  Remember some people are mentally slow and don't catch on to hints and forget reminders.

Three.  Change your clothing and your posture for the meeting.

You might schedule to meet with this person on a specified day so that you will have time to go over all that concerns you.  If this is the case, then don't present yourself in the way you typically do with the employee.  Instead, address your concerns from a standing position, if you typically sit behind a desk or reverse.  Wear a bold, dark solid color, rather than a light color with prints.  Your demeanor should be showing this person, "I mean business."

Four.  Spell your concerns out and have them printed on paper.

Even though it might be a little issue or something that others wouldn't make a big deal about, you will want your situation in writing because it may be ongoing without any resolve.  Consult with Human Resources on what your rights are and have them review the contents of your communication. When talking to other's about your situation, you want to make it clear that the employee is just not understanding you or what you want after past attempts to talk to him or her. 

Your goal is to get a solution and fast before this person comes up with something to get the upperhand on you.  Upper management may not want to help because they are too busy for what they might consider petty.  Lower management may not care because this problem worker because he or she isn't affecting his or her department.  Keep in mind, to send a copy of your concern with those who need to know even if they don't want to help or don't think it is anything worth addressing.  Share your printed material you plan to give the employee along with any other communication before your confrontation with him or her.  After the meeting pen the results of your meeting and share with your superiors and then at a later date note the worker's progress.  This way if this person needs to be dismissed, you will have a paper trail.

If you should have to confront someone who you believe might be a liar, deceptive or has been known to get people fired, do let someone know about your experiences, what you plan to do, what you expect from this person, and what you hope will be accomplished if this person doesn't stop or start doing whatever it is that you are expecting.

Be polite, but not "nice" in the sense of being weak or sweet.  Most ikely this person keeps giving you problems, because he or she is taking your "nice" personality for being weak-minded. 

Use your voice to help you articulate your thoughts in a way that makes the worker know he or she has crossed the line.  If necessary, have witnesses.  Sometimes behind closed door confrontations don't do anything more than turn into "He say, She say..." matches.  So if something continues to happen, bring the matter out in the open in such a way that witnesses can see.  Of course, you may be reprimanded by an authority figure or someone might be offended and complain, but when nothing else seems to work, do what you must!  Sometimes public exposure is a very powerful weapon when used appropriately and will cause you to obtain the respect you deserve!

Nicholl McGuire writes and maintains other blogs including: When Mothers Cry and Laboring to Love an Abusive Mate.

10 Ways a Boss Will Get an Employee to Quit a Job | Suite101

10 Ways a Boss Will Get an Employee to Quit a Job | Suite101

Do You Have Management Issues?

I came across this interesting site just for managers, like you, who have real problems with your team and are seeking a bit of outside advice. Check out the following link: Site for managers

A Major Obstacle to Career Change...The Fear of Self-Promotion and Selling!

Do you have a great business idea or a new career you would like to build? Many people do and some even create their idea. Then they stop. One of the most common obstacles to building a business or career you love is your beliefs about selling and promoting.
Whether you are creating a business or building a career, you will have to sell. You will either be selling a product or service or promoting your own abilities and accomplishments. There is no way to get around it...you must learn to sell.

There are many limiting beliefs keeping us from whole heartedly promoting our business or ourselves. Many of us hold the belief that selling is a negative activity. We believe sales people are pushy, uncaring and annoying. There are many beliefs around the idea that it is "bragging" to talk about our achievements. People should just notice how great we are! Of coarse that rarely happens.

Since you can't be successful and refuse to self-promote or sell then perhaps it is time to change your beliefs around selling. How would it change your attitude if you truly believed that you have something wonderful to share with others? What if you believed that you could promote your business in a way that showed you cared about the success of others? What if you believed that in the process of promoting yourself or your business you could make wonderful friendships and business collaborations?

It all starts with our beliefs which then translate into the attitudes we hold and how we share with others. If you think about it you can probably remember someone who sold you something or offered you a service in a way that felt good. In fact you felt better after they talked to you then before. That is how you want to sell.

Along with changing your beliefs to supportive beliefs around selling it is also time to take a look at how you like to sell. Where do your strengths lie? I found that I loved to show the value of my business through offering workshops. I enjoy leading workshops and talking about my business came naturally in that environment. Others like to get involved in volunteering and in the process share with people what they do for work. Some people thrive on meeting people through networking. Many like to market over the Internet. Some people even enjoy cold calling! Experiment for yourself and find the marketing venue that fits you and your strengths.

As you think about your resistance to promoting your business or yourself make a list of fears and limiting beliefs that come up. When you have your list write an opposite powerful belief to replace it with. Don't let the fear of marketing keep you from the career or business of your dreams. Remember that whatever you have to offer is your unique gift to the world so give it!

Leanna Fredrich helps people discover their passion and build a business or career around it. She specializes in helping people get over their fears and limiting beliefs quickly and easily so they can create their dreams. Are you ready to enjoy a career you love? Get the FREE report "The Top Ten Secrets to Discover Your Passion-filled Work." For your free report go to http://www.LeannaFredrich.com

Dealing with Workplace Stress

One of the hardest forms of stress to avoid is workplace stress. After all, you need to go to work and there are plenty of things to worry about once you get there. However, that does not mean that workplace stress is unavoidable. Just like other kinds of stress, there are ways to manage workplace stress and there are ways to avoid it. Maybe you cannot avoid it entirely, but that is no reason not to try.

Workplace stress usually takes the form of everything needing to get done right now. You know the situation, there are a dozen things on your plate and they all need attention, but there are only so many hours in the day and you cannot attend to everything all at once. On top of that, the boss is breathing down your neck, asking you where the report/plan/program is and he also has a pile of other tasks for you once you finish that. It is a never-ending cycle, but it can be managed.

The first thing you need to do to avoid workplace stress is to focus on one task at a time. Do not try to multi-task, as it jars your system. Switching gears between projects does make demands on your brain and it takes a moment to change your thoughts from one place to another. Instead, if you focus on one project, you can keep your thoughts and energy in one place, preventing you from having to shift gears too often.

However, the big problem with trying to keep your focus is your coworkers. They will always be asking you for a quick minute or they will want you to answer their question, or they will want you to come over and help them on something. Try to deflect these as much as possible, as these can distract your focus. Thus, you must learn to say, "no." This is a highly effective word, though you may want to change it to, "No, not right now," or, "As soon as I am done with this." These little phrases can at least buy you some time to finish what you are doing, then switch comfortably to the needs of your coworkers.

There is another cause of workplace stress that can also cause you all manner of difficulty and that is when your concentration runs out. Oftentimes, you may find yourself focusing on the same page or the same computer screen for minutes at a time and you still have no idea what it is supposed to mean. This is not good, as it means that you are not being effective, your brain has shut down and the deadline is looming over you and you just need to get through this. Your best plan at this point is to walk away from your desk. Get up, get a cup of coffee (but not too often, as caffeine can heighten stress), go to the bathroom, anything. Walk the corridors for a minute or two and clear the cobwebs. This is highly effective both for ensuring that you are getting work done and for keeping workplace stress to a minimum.

Another way to prevent workplace stress is to learn some desk exercises. These can be simply squeezing a stress ball, or performing a few stretches while you are at your desk. By working your muscles at your desk, you can improve your circulation and help your keep alert and aware at work. Obviously, you are not going to get a full body workout while you are pecking at a keyboard, but it can help you at least keep your mind focused.

Finally, while you are at work you should examine your environment to see if it is right for you. How is the noise level? Is your desk set up properly? Are you comfortable? Is everything set up so that it is ergonomically correct? Your body needs to be comfortable if you want to work without distraction and distractions can lead to workplace stress. Thus, your work area needs to be set up for you. Take care of the little things around you and you will be able to work confidently and work well.

Workplace stress is, in many ways, part of working. However, by managing workplace stress properly, you can at least keep it to a minimum. And by doing that, work will be much more pleasant and you will be much more productive. So take care of yourself and the area around you and workplace stress will not control your day.


Author: Trevor Dumbleton

How to Deal with Lazy People at Your Workplace

You are a hard worker. You enjoy tackling a challenge and claiming victory when it's all said and done. You are not the type of person that necessarily enjoys working in teams, because you know that there is always one who isn't going to put 100% effort into the project, more like 20% or less. He or she will then go around and brag and boast they did more and would like a pat on the back for a contribution that was well...forgettable. How do you deal with these lazy people?

There are two types of lazy people. The first are those who admit, "Yes, I am lazy and I don't care who knows about it." The other group finds excuses, "I am not lazy. I just need to think about what I need to do before I do it." To this you say, "Well, how long is it going to be before you stop thinking and get to it?" The end result: nothing gets done.

The first group of lazy people when required to do anything will do the bare minimum. Since you know from the very start, if given the choice they will pick the least amount of work to do, give them the most. Sure they will complain, they will probably say what they won't do, but if there is a reward associated with it, they may find the motivation to do it. Motivation is essentially what they are lacking. The only way to find out what motivates them to stop playing solitaire on the computer and surfing the Internet, is to find out what they really want, need or both. One idea is to use time off as an incentive.

The second group of lazy people care about what others think, because if they didn't they wouldn't make unnecessary excuses to avoid negative comments. The way to motivate them is not to argue about the excuses that they make, but instead direct them to the task at hand and assign them specific deadlines they must meet. When deadlines are met, provide them with incentives as well or ways to make their job less cumbersome so that they are without excuse.
Lazy people are always looking for a way to make life easier for their selves. Most are very selfish. They aren't interested in helping others, but they will do it out of obligation. They know they have to eat; therefore, they will get a job, but they will be the ones you most likely see hanging around the water-cooler, talking in the break-room (when they have already took two breaks in less than an hour), out of site (and they are hoping out of your mind) when you need them and other similar behaviors.

Once you know you have someone like this around you, consider watching he or she more than the rest of the team. They are most likely going to be "up to no good." Too much time on their hands leads to gossip, lying, stealing and any other negative action, because they simply don't know how to keep themselves busy.

Many lazy people simply haven't been taught how to be good workers. You may want to show them basic principles on how one can achieve their best at work. Pointing the finger at Suzy and praising her for all her achievement in front of lazy workers is not the way to teach them, but describing the characteristics of a good worker is best.

by Nicholl McGuire

Top Three Rants About Work

Number One. It's okay for the boss to talk your ear off, but you aren't allowed to talk to anyone else in the office without "the look" and in some cases "The clear the throat" get back to work bs.

Number Two. "Oh just one more thing..." why is one more thing just before 5 p.m.

Number Three. Someone always needs the boss when he or she is still out for lunch. Two freakin' hours and they are still out to lunch!

You’re Fired! If Only It Were That Easy – Avoiding An Unfair Dismissal Trial…

I think I speak for all managers around the country when I say that we have all, in our darker moments, fantasized about mimicking Sir Alan Sugar’s catchphrase on ‘The Apprentice’ and telling an employee in no uncertain terms that they need to clear their desk and leave: “You’re fired!” Nice as it is to be able to pretend it would be this easy to get rid of that typist who spends more time on the phone to friends than doing their job, or the office manager who pulls a sickie every week, the truth is that simply firing your staff in this unceremonious manner will lead to all the ‘pleasures’ of an ‘unfair dismissal’ lawsuit.

So how should we go about getting rid of staff who are bad for the company? There’s a procedure you have to follow to ensure that your back is covered should the disgruntled sacked employee be feeling litigious and looking to call wrongful dismissal.

The first step towards this is ensuring that you have a clear set of rules and regulations. Afterall, if something is against the rules, but you’ve never actually explained it to your employees, then how are they supposed to know they are breaking them? At this point, you also need to be very clear of the consequences if such rules are broken.

There are two levels of misconduct you need to make provisions against: general and gross. Due to the different levels of seriousness, you need to make clear the action you would take in each circumstance:

General Misconduct

These are minor offenses or one-offs that would not result in serious repercussions for your business if occurring. The sort of thing that falls into this category should be: lateness, personal calls on the company telephone or under performance.

Gross Misconduct

This type of offense is for serious offenses which could damage the company, including acts of physical violence, drug or alcohol abuse, vandalism of company property, serious breaches of health and safety regulations, theft, fraud, harassment, discrimination or serious negligence. Additionally, the behavior listed in general misconduct could accumulate into gross misconduct if persistent while ignoring staff warnings.

So how do you go about ditching the troublesome staff? As I mentioned before there are procedures and you can’t just go and make an example out of someone on the spot – well you can, but the chances are they’ll be entitled to make an example out of you in the courts with a ‘wrongful dismissal’ lawsuit! Here’s how it’s done to avoid litigation:

1) If and when you become dissatisfied with the employee, tell them in writing.

2) Meet up with the employee and discuss the issue, trying to find a way in which the problems can be resolved. If possible, resolve the problem informally: You might consider training, or more supervision. Tell the employee the improvements you expect, and when their progress will be reviewed.

3) If an informal solution isn’t possible, take formal action – first a written warning, and then a final written warning. These must explain the nature of the problem, what you expect to improve and the consequences if they fail to meet your standards. Explain they have the right to appeal against your decision and give them opportunity to explain themselves.

4) If they accept their right of appeal, arrange a meeting and hear their case. Tell the employee your decision.

5) If the employee fails to meet your requirements, you may dismiss them or offer them a different job. Once again you need to follow procedure: a written dismissal, meet with the employee and give them the opportunity for appeal.

It may seem like a lot of hassle, but in the long run it’s better for employers to be able to resolve problems with their staff internally anyway. If you give your employees notice and they improve their ways, not only are you avoiding an unfair dismissal case against you, you are saving the costs and time involved in looking to hire a replacement for the sacked employee. Keep this procedure in mind, and avoid the Alan Sugar fantasies and the whole legal minefield that inevitably follows!

About the Author
Iain Mackintosh is the managing director of Simply-Docs. The firm provides over 1100 legal documents and templates covering all aspects of business from the new holiday entitlement laws to health and safety regulations.

Are You In The Right Job? How To Discover The Job You Were Meant To Do

You might not outright ‘hate’ your job, but if you don’t enjoy going to work each day, you might want to figure out why. No one loves work all the time, but if you find that your job is dragging you down rather than lifting you up, you should take notice.

Many unhappy workers wind up feeling frustrated and defeated by their jobs, when in fact the real reason they dread work, is that they’re working way under their potential.

Ask yourself-–

1) Do you feel unfulfilled in your current job?

2) Are you bored and stressed at work?

3) Do you find it difficult to be passionate about your work?

4) Are you tired of your day-to-day work routine?

5) Is there anything you do in your job that fascinates you?

Whether you’ve been working for one or 20-years, the key to finding the right place for you is in first determining your own natural genius. Don’t stop and say you’re not a genius – everyone has a natural genius, but many of us simply don’t know what it is.

Genius is the expression of our unique set of exceptional abilities. The trouble is that we don’t always take the time -- or have the encouragement -- to find out what those genius abilities really are. Often, we are drawn to a particular area of work that somehow helps us bring out our genius, but unless we intentionally dial in, we remain on the periphery of our genius and never hit the bull’s-eye.

If you are one of the many who doesn’t really know your unique set of exceptional abilities, review the following list of five clues for natural genius. Think about what you do that fits any of these criteria, and you can start glimpsing what your genius might be.

Five Clues for Natural Genius

1. You do it easily.

2. You feel a deep satisfaction.

3. You are recognized with a natural authority.

4. You dismiss acknowledgement easily because you seem to do it too effortlessly.

5. You don’t understand when others have a much harder time doing the same thing.

Genius stays hidden because most people never learn what their genius is. Instead, they perform on the edge of their genius, but not in the core. This impacts more than their enjoyment; it affects their earning power. Genius is often associated with sacrifice, but the opposite is true. Those who resist their genius pay the greatest price by working in jobs just to cover their bills, but never truly prospering.

Manifesting your genius means learning what it is, applying your genius in a field that matches it and benefiting by becoming an expert or specialist. In the professional market- place, the specialists command the highest fees. They also love their work.

Geniuses are not satisfied with just paying their bills. They may enjoy their lifestyle, but they don’t live for it. Why? They are fully alive in doing work that means something to them. Many of us sleepwalk through our work, driven by the need for financial security or recognition, but not satisfying our core passion. Geniuses are on fire. They are positioned to be the most successful people in the world. Geniuses can measure their reward in terms of income, quality of life and personal satisfaction. It’s quite a compelling equation.

Are you living your genius? Take a free self-evaluation at http://www.geniuscoaching.net/RateYourGenius.htm. A certified learning consultant and coach, Susanna Lange co-developed Genius Coaching, which helps children, adults, and business leaders discover and maximize their special talents and strengths.

Do You Really Want To Be A Manager?

"What do I do now?"

Craig looked plaintively across the desk at me. He'd come to me for help adapting to his new role as a manager. He was having a lot of trouble.

Craig had thought he wanted to be a manager. He'd supported himself through college by running heavy machinery in the construction industry. He was a hard worker.

When he was hired by the company that made some of the equipment he used to run, Craig was ecstatic. He liked the people in the construction industry and he thought his new employer was as fine a company as there was.

Craig was hired as a sales trainee, but his goals were something else. He wanted to be an executive and climb the corporate ladder. He started out by turning himself into a great salesperson. He let his bosses know that he wanted to move up.

His opportunity came after only a couple of years. The company tapped him for a sales manager's job. At first he was ecstatic.

Now it was three months later. Craig didn't like the things he had to do in his new job. He missed the freedom of selling on the road, spending time on jobsites and talking with people he liked.

"I used to love going to work," he told me. "Now, I get slammed from all sides. My boss wants me to make my numbers. Half the people who work for me just don't seem to cut it and they're always whining about something."

"I don't know how to handle that. Plus, my bonus is now tied to how these other people do. It was easier when I just had to work a little harder or smarter to make my numbers."

"Anything else?" I asked.

"When I was selling, the deals I cut grew naturally out of our relationship with the customers. Now, I've got my people asking me to approve deals and I'm just not comfortable deciding. It's constant pressure."

There are thousands of people out there like Craig. They start out with the idea that what they want is a management job. Then, they get one and it's nothing like what they expected. How can you keep that from happening to you?

Here are some questions to ask yourself to help decide if a management job is the right career choice.

What will I be giving up if I move into management?

This is very important to ask. Companies promote top performers. If they want to promote you to management, the odds are good that you were an above average performer as an individual contributor.

The odds are also pretty good that you like the work you're doing. So, are you willing to give it up?

You may have to give up more than work you love. If your management job requires lots of travel or more late nights or a more demanding schedule, you may give up some time at home, too. Are you willing to do that?

In some companies, promotion to management comes with an automatic relocation. Are you willing to move? Is your family willing to move?

Finally, check the income figures. Sometimes, getting promoted means a drop in regular income because commissions or overtime pay goes away.


Do I like helping other people succeed?

One of your jobs as a manager is to help the people who work for you succeed. That's not a job everyone likes to do. If you like helping other people do better, it will make your job as a manager much easier and it will make you more likely to succeed.

What if you don't? Then understand that you will probably have to put conscious effort into the work of helping others on your team. Only you know how difficult that will be for you.

Am I comfortable making decisions?

As a manager, you will have to make decisions about all sorts of things. My life experience tells me that this is not something you can learn to be comfortable with. If you are comfortable making decisions, you can improve your technique, but no amount of training will make you willing to make decisions.

Think about how you live your life. Do you make decisions as needed? Or do you put them off or hope that someone else will make the decision for you?

This one's pretty simple. If you can't make decisions you won't be an effective manager.

Am I willing to confront people about their behavior or performance?

Management is the art of controlled confrontation. Every day you will need to talk to people who work for you about their behavior and performance. You will need to confront some of them with how they're doing and what they need to fix.

We're not talking about big, blow-up, "Jerry Springer" confrontations. Most of your confrontations will be about small things. But you'll have to do them every day.

If you can't confront people who work for you about their behavior and performance, it's not likely you will do well as a manager.

Am I willing to let the group become my destiny?

This is a tough one, because it flies in the face of how we talk about management. We like to say that when you're in management, you've got power. But that's not true.

When you get promoted, you'll have less power than you do now. Think of it this way.

When you're an individual contributor and you want to improve your evaluation or income, all you have to do is work harder or smarter. When you want to achieve the same thing as a manager, you've got to convince your team members to work harder or smarter.

As one of my trainees put it: "The team is your destiny." Your success and your rewards are based on their performance. Are you ready for that?

Craig's problem was that he took a management job without thinking through whether it was something that he would like and be good at. He hadn't thought about what he liked and didn't and he hadn't considered the changes he would have to make.

Craig went to his boss and laid out the issues he and I discussed. His company decided they'd rather have a happy and successful sales rep instead of an unhappy sales manager and they let Craig pick up his old job.

All of that could have been avoided if Craig had done some analysis in advance. One of my other clients, John, was a person who did.

John was working with me on career issues for about a year when he was offered the opportunity to move up to management. We'd already discussed many of the issues, so he was in much better shape than Craig. John knew what he wanted and figured he could do a good job as a manager.

On the plus side, John really loved working with people and helping them develop. The move to management would make that a key part of his job.

Because he was a good performer as an individual contributor, John was a little leery about giving up the freedom he'd earned and about moving out of his comfort zone to a new job. In his case, relocation or money were not issues.

John thought he was a good decision maker, but he admitted to sometimes taking longer than necessary to make a decision. Sometimes he even let others make decisions he might have made better. We marked that as an area to work on in his personal development plan.

John had coached sports teams and figured that the confrontations about performance that he did in that role would help him as a manager. That has turned out to be the case.

John's biggest issue was with whether he could live with the fact that his team's performance would define his results. There wasn't any clear evidence in his background either way, but he thought he could learn to do it. We marked the issue as one for our coaching sessions.

Things worked out well for John. There were some rocky points, though. Everybody has them.

It turned out that the confrontation issue was far more difficult for him to master than either of us expected. But with concentrated effort, John mastered that and other skill issues.

When you get promoted to management you must do different kinds of work than what made you successful as an individual contributor. You gain some things and give up others. It's not a transition that everyone wants to make, but asking some key questions in advance means you can increase your odds of success when promotion comes calling.

About the Author
Wally Bock helps organizations improve productivity and morale. He is the author of Performance Talk (http://www.performancetalk.com/). He writes the Three Star Leadership blog (http://blog.threestarleadership.com/), coaches individual managers, and is a popular speaker at meetings and conferences.

What Workers Need to Keep In Mind While On the Job

While it’s easy to realise that hard work, motivation and enthusiasm may help get you ahead in the workplace, it’s often harder to identify the many ‘workplace no-nos’ that could severely hinder career progression. Read on to find out about some of the more common things not to do at work!

We all know that positive workplace behaviours and attributes like hard work, motivation, enthusiasm, and a willingness to contribute to company development above and beyond your responsibilities can lead to positive career outcomes such as a promotion or pay rise. But what many of us don’t seem to understand is that there are a host of office no-nos that can have just as big an impact on our careers – but in a negative way!

Inappropriate behaviour in the workplace can lead to stunted career progression; it can stop you getting that all-important pay rise or that much-anticipated promotion! Below is a list of some of the top potentially career-damaging workplace no-nos to avoid:

Don’t use profane or offensive language — bad language in the workplace is not only potentially offensive to those around you, it may also make you appear unprofessional, immature and downright rude.

Don’t steal — as minor as it might seem to occasionally lighten the office stationary supply of the odd pen or two, stealing from your workplace (stealing anything at all) is one of the quickest ways to get yourself fired and should never be risked, no matter how small the item.

Don’t talk negatively about your employer, managers or co-workers — if you have a gripe about your company or somebody in it, take it through the appropriate channels; talk to your manager or human resources department, and if you don’t want to act on it then keep it to yourself. It’s a good idea to avoid venting to co-workers via email also – there’s always the risk you’ll unwittingly commit the ultimate faux pas and send the email to the wrong recipient!

Don’t gossip or spread rumours — while it is often tempting to share juicy snippets about co-workers, gossiping can be one of the quickest ways to ruin relationships and create a tense and awkward workplace atmosphere.

Don’t make sexually suggestive, racist, or inappropriate comments or jokes — inappropriate jokes or comments are not only potentially offensive, they will certainly not impress management, and could quickly get you labeled as immature and unprofessional.

Don’t be seen to be wasting company time — while pretty much every worker is guilty of sending the odd personal email or perhaps having a sneaky browse of the internet from time to time, it should be remembered that many companies monitor internet and email use, and will catch out time-wasting employees. Keep personal emails (and phone calls) to a minimum and try to limit personal use of the internet to your lunchbreak.

Don’t get drunk at office parties — as tempting as it might be to let your hair down and partake in a few drinks – especially when it’s paid for by the company – it can be one of the quickest ways to lose face with senior management. While it’s fine to have one or two drinks, workers who have one too many quickly lose the respect of their colleagues and could end up a laughing stock. Wherever possible, try to maintain a distinct line between your social and professional life.

Don’t send angry emails — if something or someone at work has upset you give yourself time to reflect and calm down before responding with an email. You’ll probably end up writing something you wish you hadn’t if you respond to a situation when you are angry or upset. A better approach might be to step out of the office for a minute or two and call a loved one and talk your problem out with them first. Then, if you’re still upset, you can hopefully construct a more considered email or talk calmly face-to-face with a manager.

Don’t dress inappropriately — whether or not we admit it, we’re all guilty of judging people on their appearance. People who look well groomed and who dress professionally will be taken more seriously, and potentially deemed more competent, than those who don’t. Avoid ill-fitting clothes – particularly clothes that are too small, too tight, or too revealing.

Never fall asleep on the job — not only could this be seriously dangerous (depending on your line of work) it also reflects very badly on your work ethic, making you appear lazy or unprofessional. If you find yourself struggling to stay awake grab yourself a strong coffee, do some stretches or have a quick walk around the office.

Clean up your act — try to keep your desk and work space tidy and clean; a cluttered, dirty desk can make you appear unprofessional or unproductive. Don’t allow mugs and plates, papers or books to build up. And definitely get rid of yesterday’s half eaten spag bog!

About the Author
Lucy Ayers is the Editorial Content Coordinator for GradCareers. The GradCareers website helps graduates and final-year university students find the right career and graduate program for them. For more information, please visit http://www.gradcareers.com.au

What Project Management Training Did For Me and My Workplace

My workplace is big on training and eight weeks ago it was my turn to attend PRINCE2 training. PRINCE2 is the OGC project management methodology. I had already participated in a PRINCE2 foundation course and was more than ready for additional PRINCE2 training that would prepared me for the official practitioner’s exam. In essence PRINCE2 is essentially a process oriented method that breaks up a project into ‘bite size’ chunks of work with resource prioritisation and role allocation being well defined.

It wasn’t just because my workplace wanted me to attend a PRINCE2 course, I wanted to attend so I could improve my own project management skills. I had worked on successful projects in the past, but I was aware that there was an increasing need in today’s business world to define general processes for projects. Working out a successful strategy for every project was becoming increasingly difficult, and I knew that additional PRINCE2 training would be able to help. My project manager would readily agree a project involves combining resources and skills with technology and ideas, therefore ensuring good product delivery. Projects need to operate within time and risks constraints and PRINCE2 training would address all of those concerns very effectively.

PRINCE2 training is particularly beneficial for people who are involved with managing projects, and not just any ol’ person is allowed to teach the course. First of all they need to be associated with an accredited PRINCE2 training organisation so they can pass on the necessary skills to trainees. Our trainers certainly had the right skills; they taught us first class project management skill so we could feel confident about managing various projects successfully on the work front. We were taught a flexible and adaptable approach that could suit all types of projects, and we were provided with common systems, procedures, and an understanding of PRINCE2 terminology. The trainers said that when we were all ‘singing from the same hymn sheet,’ so to speak, there were fewer mistakes made in the work place.

The PRINCE2 training was hard work and a challenge but enjoyable at the same time. There was some fun practical learning that helped to reinforce the theory we had learnt and the information was imparted in different ways to cover all learning styles. We sat our exam at the end of the course which lasted for 3 hours and an overall score of 180 out of a possible 360 was needed to pass. I am very proud to say my score was 300.

By the end of the course lots of us were saying: ‘this is the best course I’ve ever been on.’ ‘How did I ever manage without PRINCE2?’ ‘What’s the next training course can I go on?’

Since the training the difference I have noticed in my own project management skills are amazing. There is a definite improvement in the way I handle projects and projects are producing better results because with PRINCE2 the methods are largely simplified, owing to its well directed layout, and therefore things fall into place. As a direct result of my improved project management skills my boss has been very impressed and given me a promotion and a pay rise. Another bonus with PRINCE2 training is that it looks great on my resume. PRINCE2 is recognised around the world as a world class qualification and is seen as the standard way for the management of project works.

I would recommend anyone who is involved with project management to attend PRINCE2 training and implement what they have learnt in their workplace, because not only has the training benefited my workplace it has directly benefited me.

About the Author
Brian Kelly wrote the Article 'What PRINCE2 Training Did for Me and My Workplace' and recommends you visit http://www.afaprojects.com/resources_prince2.asp for more information on PRINCE2 training.

How To Keep Fit In The Workplace

You can participate in exercises at work to help yourself. Some exercises you can do while working are: Ankle rotation, back stretches, and tightening and relaxing the abdominal muscles.

1. A foundation for fitnessYou can contribute to your fitness by using a healthy diet and exercise plan. You do not have to start a fad, crash diet or spend hours daily at the gym. To stay fit, cut fatty foods and high sugar foods from your diet, snack on greens and fruits and take long walks every few days. Many people can maintain a healthy body by eating salad for lunch and taking a refreshing jog every other day.

2. Prevent Obesity

Anybody can become obese by for example neglecting themselves. Financial concerns usually takes priority over physical fitness. If you often find yourself pressed for time because of a large project or a looming deadline, there are a few simple exercises you can do right in your cubicle to keep your muscles flexible and your joints strong.

3. What you should do

Rotate your ankles to help blood circulation and to loosen muscles and joints. Stretch your back often to help prevent achy back problems. Tighten and relax your abdominal muscles to give your tummy some workout. You can do this in many places because they're discreetly tightening and relaxing muscles.

4. Work Exercises

Abs: Sit on the edge of chair, arms extending in front. Keeping back straight, contract the abs and slowly lower torso towards back of chair. Hold 2-3 seconds and repeat.

Curls: Cross arms over chest and sit up straight. Contract abs and curl shoulder towards hips, pulling abs in. Hold for 2 seconds and repeat.

Standing Hip Flexion: Stand with abs in, spine straight. Lift leg up until level with hip. Hold for 2 seconds, repeat other side.

Leg Lift: In same starting position as above, lift left leg straight out to the side a few inches off the floor. Hold for 2 seconds, repeat on the other side.

For more great fitness related articles and resources check out http://www.weknowfitness.info

Workplace Conflict Resolution: What’s Creating Workplace Conflict And 9 Easy Ways To Resolve It

A radio interviewer recently asked me if I thought there was more conflict in the workplace today than in the past. After thinking about it, I replied, “Yes, I think there is more conflict today.”

Here Are 3 Main Reasons Why There Is More Conflict In The Workplace Today Than In The Past:

1. Today’s workplace is much more egalitarian. We have flatter chains of command, dotted line relationships, and primarily knowledge workers who are capable of making decisions themselves and have the freedom to move on to another job if they don’t like the way they are being treated.

In prior years, the workplace consisted of a clear authoritarian structure and chain of command. Workers obeyed orders, kept their gripes and personal issues to themselves, and did their work. If they failed to perform effectively, they were immediately fired and replaced.

2. Today, people of all ages from all over the world have come to work together. They have different values, goals, behavioral expectations and prior experiences. Yet they are expected to work together without really understanding why all the misunderstandings between them occur.

3. Women are now in the workplace in equal numbers to their male counterparts. Generally speaking, women are much less accustomed to following a chain of command than men. Most men grow up participating in organized sports where they are taught how to obey. Although some women are now active in sports, many more grow up playing creative games that didn’t have any particular organization or chain of command. In games like house, girls take turns in varying roles.

Although we’ve come a long way towards understanding each other and working harmoniously together in the workplace, there are still behavioral differences in teasing, flirting, confronting, aggression and simple communication styles.

Solutions To Conflicts In The Workplace

Clearly, these workplace issues are here to stay. How can we handle them? How can we change certain elements? Here are some of my ideas:

Dealing with Different People in the Workplace

Your organization is going to continue to have people of all genders, ages, cultures, styles and expectations working together. You need to provide them with:

• A common culture with clearly defined behavioral expectations. This includes policy, procedures, statements of corporate values and culture – and the follow through to hold people accountable.

• Diversity training that teaches how to manage different people as well as how to get them to cooperate at meetings and other group forums. Your organization needs to delve into training. Trainers need to understand cognitive and communication styles, values around politeness and dealing with superiors, as well as issues of pride, humility, conformity and all the other differences that cause conflicts in the workplace.

• Acceptance and recognition of the differences, so your organization doesn’t try to have a “one size fits all” method of managing.

• More attempts to help each other clear up disagreements and misunderstandings – rather than passing judgment and deciding who is right and who is wrong.

Management Style and Hours Worked

When management creates a clear set of guidelines as to work expectations and measures success rather than time spent, it will be easier for people to know what to do because the parameters are clear. Here’s what your organization can do to avoid conflicts in the workplace related to management styles:

• Publish policy, procedures, values, expectations, and guidelines. Since there no longer is a supervisor with a whip looking over each worker’s shoulder, it is these documents that guide your employees’ behaviors.

• Managers need to learn how to correctly manage different individuals to enable each person to be successful. Some people need more instruction and others need to be left alone to create. Some are more trustworthy than others and can be relied upon to know their own limits and decision-making authority. Others need to be managed more tightly.

• The quality and the quantity of the work should be rewarded, not time. Managers need to stop the subtle and not-so-subtle remarks about not seeing a worker on a Saturday or early in the morning.

• Employees need to have flexible time whenever possible. Some jobs require attendance at set hours. Most do not. People with young children at home might want to go home for a few hours in the late afternoon and return either to work, or to their home computer after their children have been put to bed.

• Recognize that less is often more. If people get to relax, have a family life, recreation, and pleasure, they are almost always more productive and creative during their working time.

Although conflict is here to stay, it certainly can be mitigated by taking the needs and differences of people seriously and by teaching them about each other and how to work together. Stop being afraid and start being kind.

About the Author
ArLyne Diamond, Ph.D can teach your management team how to manage your organization effectively and efficiently. For more free tips that will help your organization increase its productivity by cutting the number of conflicts in the workplace in half go to: http://www.diamondassociates.net/articles